Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/139575
|
| Title: | 社會企業之資源採用策略－以甘樂文創為例
The resource strategy of a social enterprise - The case of the Can Co. Ltd. |
| Authors: | 呂馨
Lu, Hsin |
| Contributors: | 鄭至甫
Jeng, Jyh-Fu
呂馨
Lu, Hsin |
| Keywords: | 社會企業
資源隨創
資源優化
社會價值創造
Social enterprise
Resource bricolage
Resource optimization
Social value creation |
| Date: | 2021 |
| Issue Date: | 2022-04-01 15:09:15 (UTC+8) |
| Abstract: | 近年來社會創業的風潮逐漸興起，造就了許多社會企業的誕生。在總體環境上，政府為了再造地方，也開始鼓勵各單位與青年人士進行地方創生的工作，而目前確實有許多的青年對於地方意識的抬頭，選擇返鄉致力於故鄉，然而在面對在地以及創業團隊資源有限的情況下，如何進行社會創業為一項挑戰。因此本研究欲探討在地創業之社會企業，如何在面對社會目的與經濟目的之情況下，應用不同的資源採用策略，達到社會企業創造社會價值的使命。本研究採用單一個案研究方法，分析在地社會企業-甘樂文創在創業各階段中的發展，以及在面對社會企業雙重目的下之資源採用策略，並且探討甘樂文創創造的社會價值。透過初級資料訪談和二手資料的搜集彙整，本文將甘樂文創之創業歷程分為三階段，分別為:階段一草創期;階段二成長期;階段三擴張期等，逐一探討在各階段下的雙重目的、資源採用策略以及社會價值創造等。本研究之理論基礎係基於 Desa and Basu (2013); Desa and Koch (2014)所提及之 社會企業資源調動方式，分別為「資源隨創」以及「資源優化」兩種方式，作 為社會企業採用資源的方式，又基於 Di Domenico, Haugh, and Tracey (2010)提及社會企業之六項社會隨創原則與過程，探討身為社會企業的甘樂文創在「資源隨創」下所應用的社會隨創原則，分析如何於資源有限時，從環境中擷取資 源，為地方創造社會價值。研究發現社會企業在開啟事業的草創狀態會著重使用「資源隨創」的策略，在建立企業經營能耐的時候會著重在「資源優化」策略，然而不論是在哪個階段，社會企業大部分皆是採用兩者併用的方式以獲取資源。而在社會價值的創造上發現，社會企業創造的社會價值，具有迭代的效果，能有助於社會企業的營運和之後創業歷程的發展。
In recent years, the trend of social entrepreneurship has gradually emerged, resulting in the birth of many social enterprises. In the overall environment, the government also has begun to encourage local units and young people to engage in local entrepreneurship in order to rejuvenate the local community. And many young people have indeed chosen to return to their hometowns in response to the rise of local awareness. Therefore, this study aims to investigate how social enterprise in local entrepreneurship can apply different resource strategies to achieve the mission of social enterprise, and to create social value in the face of social and economic objectives. This paper explores the development of a local social enterprise: The CAN. This study adopts a single case study approach to analyze The CAN at each stage of entrepreneurship and its resource strategies in the face of the dual purposes of social enterprises, then to explore the social value created by it. Through primary data and secondary data collection, this paper divides the entrepreneurial history of The CAN into three stages and explores the dual purposes, resource strategies, and social value creation in each stage. Based on the resource mobilization approach of social enterprises mentioned by Desa and Basu (2013); Desa and Koch (2014), “Resource Bricolage" and "Resource Optimization", as the approach of a social enterprises adopt its resource. And also based on the six principles and processes of social bricolage mentioned by Di Domenico, Haugh, and Tracey (2010) to analyze how a social enterprise obtain its key resources when resources are limited. In sum, this study has found that social enterprises use the strategy of "Resource Bricolage" when they are starting their businesses, and the strategy of "Resource optimization" when they are building their business capacity. In terms of social value creation, it is found that the social value has an iterative effect, which can help the operation of social enterprises and the development of subsequent entrepreneurship. |
| Reference: | Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social entrepreneurship and societal transformation: An exploratory study. The Journal of Applied Behavioral Science, 40(3), 260-282.
Aquino, R. S., Lück, M., & Schänzel, H. A. (2018). A conceptual framework of tourism social entrepreneurship for sustainable community development. Journal of Hospitality and Tourism Management, 37, 23-32.
Austin, J., Stevenson, H., & Wei–Skillern, J. (2006). Social and commercial entrepreneurship: same, different, or both? Entrepreneurship Theory and Practice, 30(1), 1-22.
Bacq, S., Ofstein, L. F., Kickul, J. R., & Gundry, L. K. (2015). Bricolage in social entrepreneurship: How creative resource mobilization fosters greater social impact. The International Journal of Entrepreneurship and Innovation, 16(4), 283-289.
Baker, T., Miner, A. S., & Eesley, D. T. (2003). Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2), 255-276.
Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3), 329-366. doi:10.2189/asqu.2005.50.3.329
Barendsen, L., & Gardner, H. (2004). Is the social entrepreneur a new type of leader? Leader to Leader, 43(34), 43-50.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650.
Bedi, H. S., & Yadav, N. (2019). Social entrepreneurship: A conceptual clarity. Bedi, HS & Yadav, N., Social Entrepreneurship: A Conceptual Clarity. Our Heritage, 67(10), 1006-1016.
Bhatt, B., Qureshi, I., & Riaz, S. (2019). Social entrepreneurship in non-munificent institutional environments and implications for institutional work: Insights from China. Journal of Business Ethics, 154(3), 605-630.
Bloom, N., Sadun, R., & Van Reenen, J. (2012). The organization of firms across countries. The Quarterly Journal of Economics, 127(4), 1663-1705.
Bontis, N., Ciambotti, M., Palazzi, F., & Sgro, F. (2018). Intellectual capital and financial performance in social cooperative enterprises. Journal of Intellectual Capital,19(4), 712-731.
Borzaga, C., & Defourny, J. (2001). Conclusions. Social enterprises in Europe: A diversity of initiatives and prospects. The Emergence of Social Enterprise, 15(3), 350-370.
Bowen, H. P., & De Clercq, D. (2008). Institutional context and the allocation of entrepreneurial effort. Journal of International Business Studies, 39(4), 747-767.
Bowen, H. R., & JOHNSON, F. E. (1953). Social responsibilities of the businessma. New York: Harper.
Brown, L. D., & Moore, M. H. (2001). Accountability, strategy, and international nongovernmental organizations. Nonprofit and Voluntary Sector Quarterly, 30(3), 569-587.
Bygrave, W., & Minniti, M. (2000). The social dynamics of entrepreneurship. Entrepreneurship Theory and Practice, 24(3), 25-36.
Carstensen, M. B. (2011). Paradigm man vs. the bricoleur: bricolage as an alternative vision of agency in ideational change. European Political Science Review: EPSR, 3(1), 147-167.
Creswell, J. W., & Miller, D. L. (2000). Determining validity in qualitative inquiry. Theory Into Practice, 39(3), 124-130.
Cukier, W., Trenholm, S., Carl, D., & Gekas, G. (2011). Social entrepreneurship: A content analysis. Journal of Strategic Innovation and Sustainability, 7(1), 99-119.
Dacin, M. T., Dacin, P. A., & Tracey, P. (2011). Social entrepreneurship: A critique and future directions. Organization Science, 22(5), 1203-1213.
Dees, J. G. (1998). Enterprising nonprofits: What do you do when traditional sources of funding fall short. Harvard Business Review, 76(1), 55-67.
Dees, J. G., & Anderson, B. B. (2003). For-profit social ventures. International Journal of Entrepreneurship Education, 2(1), 1-26.
Dees, J. G., & Economy, P. (2001). Social entrepreneurship. Enterprising Nonprofits: A Toolkit For Social Entrepreneurs, 128, 1-18.
Defourny, J., & Nyssens, M. (2010). Conceptions of social enterprise and social entrepreneurship in Europe and the United States: Convergences and divergences. Journal of Social Entrepreneurship, 1(1), 32-53.
Desa, G. (2012). Resource mobilization in international social entrepreneurship: Bricolage as a mechanism of institutional transformation. Entrepreneurship Theory and Practice, 36(4), 727-751.
Desa, G., & Basu, S. (2013). Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship. Strategic Entrepreneurship Journal, 7(1), 26-49.
Desa, G., & Koch, J. L. (2014). Scaling social impact: Building sustainable social ventures at the base-of-the-pyramid. Journal of Social Entrepreneurship, 5(2), 146-174.
Desa, G., & Kotha, S. (2006). Ownership, mission and environment: an exploratory analysis into the evolution of a technology social venture. In Social Entrepreneurship (pp. 155-179): Springer.
Di Domenico, M., Haugh, H., & Tracey, P. (2010). Social bricolage: Theorizing social value creation in social enterprises. Entrepreneurship Theory and Practice, 34(4), 681-703.
Di Domenico, M., Tracey, P., & Haugh, H. (2009). The dialectic of social exchange: Theorizing corporate—social enterprise collaboration. Organization Studies, 30(8), 887-907.
Doherty, B., Haugh, H., & Lyon, F. (2014). Social enterprises as hybrid organizations: A review and research agenda. International Journal of Management Reviews, 16(4), 417-436.
DTI. (2002). DTI Sustainable Energy Programmes. UK Department of Trade and Industry Retrieved from https://www.gov.uk/government/publications/department-of-trade-and-industry-consolidated-resource-accounts-2001-to-2002
Duymedjian, R., & Rüling, C.-C. (2010). Towards a foundation of bricolage in organization and management theory. Organization Studies, 31(2), 133-151.
Gartner, W. B. (1985). A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review, 10(4), 696-706.
Garud, R., & Karnøe, P. (2003). Bricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship. Research Policy, 32(2), 277-300.
Goyal, S., Sergi, B. S., & Jaiswal, M. P. (2016). Understanding the challenges and strategic actions of social entrepreneurship at base of the pyramid. Management Dicision, 54(2), 418-440.
Granovetter, M. (1995). Coase revisited: Business groups in the modern economy. Industrial and Corporate Change, 4(1), 93-130.
Gupta, P., Chauhan, S., Paul, J., & Jaiswal, M. P. (2020). Social entrepreneurship research: A review and future research agenda. Journal of Business Research, 113(C), 209-229.
Hatton, E. (1989). Lévi-Strauss`s "Bricolage" and Theorizing Teachers` Work. Anthropology & Education Quarterly, 20(2), 74-96. Retrieved from http://www.jstor.org/stable/3195683
Haugh, H. (2005). A research agenda for social entrepreneurship. Social Enterprise Journal, 1(1), 1-12.
Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource‐based view: Capability lifecycles. Strategic Management Journal, 24(10), 997-1010.
Hertel, C., Bacq, S., & Belz, F.-M. (2019). It takes a village to sustain a village: A social identity perspective on successful community-based enterprise creation. Academy of Management Discoveries, 5(4), 438-464.
Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of Management, 35(6), 1404-1427.
Jay, J. (2013). Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56(1), 137-159.
Johannisson, B. (1990). Community entrepreneurship-cases and conceptualization. Entrepreneurship & Regional Development, 2(1), 71-88.
Keating, B., Quazi, A., Kriz, A., & Coltman, T. (2008). In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation.
Kerlin, J. A. (2009). Social enterprise: A global comparison: UPNE.
Kirzner, I. M. (1997). Entrepreneurial discovery and the competitive market process: An Austrian approach. Journal of Economic Literature, 35(1), 60-85.
Lazzarini, S. G. (2020). The nature of the social firm: Alternative organizational forms for social value creation and appropriation. Academy of Management Review, 45(3), 620-645.
Lepoutre, J., Justo, R., Terjesen, S., & Bosma, N. (2013). Designing a global standardized methodology for measuring social entrepreneurship activity: the Global Entrepreneurship Monitor social entrepreneurship study. Small Business Economics, 40(3), 693-714.
Levi-Strauss, C. (1968). The savage mind. Chicago: University of Chicago Press.
Lichtenstein, B. M. B., & Brush, C. G. (2001). How do “resource bundles” develop and change in new ventures? A dynamic model and longitudinal exploration. Entrepreneurship Theory and Practice, 25(3), 37-58.
Linna, P. (2013). Bricolage as a means of innovating in a resource-scarce environment: A study of innovator-entrepreneurs at the BOP. Journal of Developmental Entrepreneurship, 18(03), 1350015.
Lumpkin, G. T., Moss, T. W., Gras, D. M., Kato, S., & Amezcua, A. S. (2013). Entrepreneurial processes in social contexts: how are they different, if at all? Small Business Economics, 40(3), 761-783.
Mahoney, J. T., & Pandian, J. R. (1992). The resource‐based view within the conversation of strategic management. Strategic Management Journal, 13(5), 363-380.
Mair, J., & Marti, I. (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44.
McCarthy, J. D., & Wolfson, M. (1996). Resource mobilization by local social movement organizations: Agency, strategy, and organization in the movement against drinking and driving. American Sociological Review, 61(6), 1070-1088.
McDougall, P. P., & Oviatt, B. M. (2000). International entrepreneurship: the intersection of two research paths. Academy of Management Journal, 43(5), 902-906.
Meyskens, M., Robb–Post, C., Stamp, J. A., Carsrud, A. L., & Reynolds, P. D. (2010). Social ventures from a resource–based perspective: An exploratory study assessing global Ashoka fellows. Entrepreneurship Theory and Practice, 34(4), 661-680.
Moizer, J., & Tracey, P. (2010). Strategy making in social enterprise: The role of resource allocation and its effects on organizational sustainability. Systems Research And Behavioral Science, 27(3), 252-266.
Murphy, R. (2008). Labour migration and social development in contemporary China: Routledge.
Nicholls, A. (2008). Social entrepreneurship: New Models of Sustainable Social Change: OUP Oxford.
Novogratz, J. (2007). Meeting urgent needs with patient capital. Innovations: Technology, Governance, Globalization, 2(1-2), 19-30.
Oliver, C. (1997). Sustainable competitive advantage: combining institutional and resource‐based views. Strategic Management Journal, 18(9), 697-713.
Ozeren, E., Saatcioglu, O. Y., & Aydin, E. (2018). Creating social value through orchestration processes in innovation networks. Journal of Organizational Change Management, 31(5), 1206-1224.
Pache, A.-C., & Chowdhury, I. (2012). Social entrepreneurs as institutionally embedded entrepreneurs: Toward a new model of social entrepreneurship education. Academy of Management Learning & Education, 11(3), 494-510.
Penrose, L. S. (1959). Self-reproducing machines. Scientific American, 200(6), 105-117.
Peredo, A. M., & Chrisman, J. J. (2006). Toward a theory of community-based enterprise. Academy of Management Review, 31(2), 309-328.
Phillips, N., & Tracey, P. (2007). Opportunity recognition, entrepreneurial capabilities and bricolage: connecting institutional theory and entrepreneurship in strategic organization. Strategic Organization, 5(3), 313-320.
Pless, N. M. (2012). Social entrepreneurship in theory and practice—An introduction. Journal of Business Ethics, 111(3), 317-320.
Prasetyo, A. H., & Hu, J.-S. (2018). Contextualizing Social Entrepreneurships: Challenges for Current Paradigm and Future Agenda. Fu Jen Management Review, 25(1), 47-61.
Rao, H., Monin, P., & Durand, R. (2005). Border crossing: Bricolage and the erosion of categorical boundaries in French gastronomy. American Sociological Review, 70(6), 968-991.
Renko, M. (2013). Early challenges of nascent social entrepreneurs. Entrepreneurship Theory and Practice, 37(5), 1045-1069.
Sakarya, S., Bodur, M., Yildirim-Öktem, Ö., & Selekler-Göksen, N. (2012). Social alliances: Business and social enterprise collaboration for social transformation. Journal of Business Research, 65(12), 1710-1720.
Santos, F. M. (2012). A positive theory of social entrepreneurship. Journal of Business Ethics, 111(3), 335-351.
Scheyvens, R., & Biddulph, R. (2018). Inclusive tourism development. Tourism Geographies, 20(4), 589-609.
Seelos, C., Mair, J., Battilana, J., & Dacin, M. T. (2011). The embeddedness of social entrepreneurship: Understanding variation across local communities. In Communities and organizations: Emerald Group Publishing Limited.
Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4), 448-469.
Shane, S. A. (2003). A general theory of entrepreneurship: The individual-opportunity nexus: Edward Elgar Publishing.
Shaw, E., & Carter, S. (2007). Social entrepreneurship: Theoretical antecedents and empirical analysis of entrepreneurial processes and outcomes. Journal of Small Business and Enterprise Development, 14(3),418-434
Shepherd, D. A., Patzelt, H., Williams, T. A., & Warnecke, D. (2014). How does project termination impact project team members? Rapid termination,‘creeping death’, and learning from failure. Journal of Management Studies, 51(4), 513-546.
Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273-292.
Somerville, P., & McElwee, G. (2011). Situating community enterprise: A theoretical exploration. Entrepreneurship & Regional Development, 23(5-6), 317-330.
Sulphey, M., & Alkahtani, N. (2017). Economic security and sustainability through social entrepreneurship: the current Saudi scenario. Journal of Security and Sustainability Issues, 6(3), 439-452
Sunduramurthy, C., Zheng, C., Musteen, M., Francis, J., & Rhyne, L. (2016). Doing more with less, systematically? Bricolage and ingenieuring in successful social ventures. Journal of World Business, 51(5), 855-870.
Thompson, B. (2002). What future quantitative social science research could look like: Confidence intervals for effect sizes. Educational Researcher, 31(3), 25-32.
Townsend, D. M., & Hart, T. A. (2008). Perceived institutional ambiguity and the choice of organizational form in social entrepreneurial ventures. Entrepreneurship Theory and Practice, 32(4), 685-700.
Vargo, S. L., & Lusch, R. F. (2004). The four service marketing myths: remnants of a goods-based, manufacturing model. Journal of Service Research, 6(4), 324-335.
Waddock, S. A., & Post, J. E. (1991). Social entrepreneurs and catalytic change. Public Administration Review, 393-401.
Wallace, D. C. (1999). Mitochondrial diseases in man and mouse. Science, 283(5407), 1482-1488.
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180.
Wilson, F., & Post, J. E. (2013). Business models for people, planet (& profits): exploring the phenomena of social business, a market-based approach to social value creation. Small Business Economics, 40(3), 715-737.
Yin, R. (1984). Case Study Research. Beverly Hills.
Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation Practice, 15(3), 283-290.
Zahra, S. A. (2008). Being entrepreneurial and market driven: implications for company performance. Journal of Strategy and Management, 1(2), 125-142.
Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24(5), 519-532.
行政院（2018a） 地方創生國家戰略計畫。上網日期2018年12月，檢自：https://ws.ndc.gov.tw/Download.ashx?u=LzAwMS9hZG1pbmlzdHJhdG9yLzEwL3JlbGZpbGUvMC8xMTUwMC9lOTkzMjYyOC1mNzY4LTQ5N2EtODE3OS1iMDA1MjU3MGEwNGYucGRm&n=MTA4MDEwM%2BmZouaguOWumi3lnLDmlrnlibXnlJ%2FlnIvlrrbmiLDnlaXoqIjnlaso5qC45a6a5pysKS5wZGY%3D&icon=..pdf
行政院（2018b）社會創新行動方案(107年-111年)。上網日期2018年8月，檢自：https://issuu.com/pdis.tw/docs/social_innovation_action_plan?e=30178544%2F63698406&fbclid=IwAR2R2Co_nP__ovTs8kT4lHStHC4QyNvXjVoNZUje56MEFpWl8IXWWOzIzYg
行政院農委會（2006）新農業運動（170）。上網日期2006年8月，檢自： https://www.coa.gov.tw/ws.php?id=11510
星展銀行、聯合報、台灣經濟研究院（2019）2019社創大調查。上網日期2019年5月29日，檢自：https://sme.moeasmea.gov.tw/startup/modules/infopack/detail/?sId=30
洪世章、周婉婷（2010） 整合式服務創新：台灣企業之比較個案研究。科技管理學刊，15（1），49-76。
翁煌哲、于卓民、黃國峯（2009）價值共創與統治模式。組織與管理，2（1），63-89。
陳志遠、張勝立、魏式琦、楊金展（2007） 人格特質，社會資本，先前知識對創業機警性影響之實證研究：創業家與經理人的比較分析。創業管理研究，2（4），25-56。
陳意文、吳思華、項維欣（2010）資源基礎觀點下之資源拼湊與價值創造：以台灣翅帆開發創新產品為例。科技管理學刊，15（2），1-19。
經濟部（2014）社會企業行動方案(103-105年)。上網日期2014年9月，檢自：https://www.ey.gov.tw/Upload/RelFile/26/716149/8d8b6be7-0e21-4a37-9c72-871e28b325d2.pdf
蕭瑞麟（2006） 不用數字的研究。台北：培生。
謝如梅、劉常勇（2009） 創新機會辨識：創業警覺能力，先前知識與資訊獲取之關聯性研究。組織與管理學刊， 2(2)， 77-108。 |
| Description: | 碩士
國立政治大學
科技管理與智慧財產研究所
108364109 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0108364109 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202200366 |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
|
Files in This Item:
| File |
Description |
Size | Format | |
|---|
| 410901.pdf | | 1942Kb | Adobe PDF2 | 39 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
